TARGET PRACTICE: AN ORGANIZATIONAL IMPRESSION MANAGEMENT APPROACH TO ATTRACTING MINORITY AND FEMALE JOB APPLICANTS

By Derek R. Avery, Patrick F. McKay. 2006

342 citations recorded by the source corpus.

Subfields: Clinical Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8370b0524f6072ae34a6e9df217dc3c037f1e3e7

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In Clinical Psychology

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity (2009, background): “…to experience discrimination based on race or sex (i.e., racial minorities and women) are more likely to be positively affected by organizational support for diversity (Avery & McKay, 2006; McKay, Avery, Tonidandel, Morris, Hernandez, & Hebl, 2007; Mor Barak et al., 1998; Mor Barak & Levin, 2002).”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “In addition, such firms should atone for their previous missteps by instituting policies, procedures, and initiatives that clearly demonstrate their commitment to diversity (Avery & McKay, 2006).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “For instance, in a theory piece, Avery and McKay (2006) examined both assertive and defensive forms of IM that organizations can use to recruit minority and female job applicants.”
Examining the Draw of Diversity: How Diversity Climate Perceptions Affect Job‐Pursuit Intentions (2013, methodology): “…a third of female and racioethnic minority job seekers have eliminated a prospective employer from further consideration due to insufficient diversity. is the role played by diversity perceptions during recruitment processes (Avery & McKay, 2006; Kulik & Roberson, 2008; Ployhart, 2006).”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “DEM researchers have also built a body of evidence indicating the effectiveness of isolated practices, such as recruiting for diversity (Avery & McKay, 2006; Holzer & Neumark, 2000) and diversity training (Kalinoski et al., 2013).”
CSR Communication: An Impression Management Perspective (2014, methodology): “…study of one organization and identified several impression management communications used by the organization to project desired images; Avery and McKay (2006) investigated the impact of both assertive and protective impression management tactics on the recruiting process of minority…”
UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISM (2007, background): “Moran (2006) and Avery and McKay (2006) described a number of cues employees and prospective employees use to ascertain the value an organization places on diversity.”